SPEAKERS

OUR PARTNERS

DAILY AGENDA

The choice of the Learning Session will be made while purchasing the ticket.

8:00

8:00 - 9:00

Check-in

Registration

9:00

9:00 - 9:15

plenary

Opening

Arnaldo Camuffo – Bocconi University, Istituto Lean Management (IT)

9:15

9:15 - 9:45

plenary

Lean Strategy: Learning to Compete in a Fundamentally Different Way

Daniel Jones – Lean Enterprise Academy (UK)

Today, the practice of management has narrowed increasingly into a finance-driven approach: reducing headcount, consolidating footprint by buying or selling companies, and replacing individual responsibility with IT systems. As we’ve all experienced, both as customers and employees, this generates ever larger bureaucratic companies with disappointing products or services and disengaged, distrustful employees. We know there is a better way to compete. We have been fortunate to witness how businesses can grow sustainably and profitably by focusing on customer value through developing the businesses’ people.

9:45

9:45 - 10:15

plenary

World Class Manufacturing: evolution and innovation

Luciano Massone – Fiat Chrysler Automobiles (FCA) (IT)

WCM – World Class manufacturing, originally developed by Fiat Chrysler Automobiles and partnering firms, has become increasingly widespread in Italy and Europe as system for improving and sustaining operations in all functions and a variety of industries. Besides contributing to the great comeback of Fiat Chrysler Automobiles, it has diffused in a variety of large, medium sized and small firms in Italy and abroad. We will learn about the impact of WCM on Fiat Chrysler Automobiles performance, its diffusion across industries and Countries and its evolution as it integrates with Industry 4.0 clusters.

10:15

10:15 - 10:45

Coffee Break

10:45

10:45 - 12:15

LEARNING SESSION

Lean Thinking in After Sales Service

Dave Brunt – Lean Enterprise Academy (UK)

Participants will be introduced to The After-Sales Game.

This is a simulation game that uses car servicing over 3 rounds.
Round 1 highlights the typical issues faced in service and repair environments.
In round 2 we share the key insights of creating flow in service organisations by separating predictable and unpredictable work.
Finally we show the benefits of creating flow in unpredictable work by pre-diagnosing.

10:45

10:45 - 12:15

LEARNING SESSION

The 7 steps of H-Lean

Vittorio Mascherpa – Formazione Umana Globale (IT)

An interactive session that deals with people-centered operational protocol to make the principles of “lean philosophy” concrete and effective, extract “gemba’s ingenuity” and create a widespread culture of excellence and improvement in the company.

10:45

10:45 - 12:15

LEARNING SESSION

The Lean Hotel – Learning a Better Customer Service Through Lean Thinking

In this unique Learning Session, the Dreamplace Hotels team and ILM team will explain how they have applied lean in a pure service environment. The Canary island-based Dreamplace is a group of local Hotels and resorts. After many years applying processes and operations excellence, Dreamplace managers quickly realized that lean could apply to every service in their hotels.

Lean techniques have allowed the company to apply a new culture based in use their people’s talent, the empowerment, and the continuous improvement. Applying such methods as 5S, standard work, pull systems, supermarket management, standardized work, A3s, Hoshin, kata and visual management of the entire service.

You will learn:

• How stock in shops and facilities was drastically reduced by 50 to 80%.
• How productivity was increased without working more.
• How standard work was implemented.
• How visual management was established.
• What the team has learned after one year into a formal hoshin process.
• How the unique “zero space for waste” policy works in both frontdesk and back office.

In this workshop, you will learn from the explanations and stories from the real protagonists, as well as from a simulation game.

10:45

10:45 - 12:15

LEARNING SESSION

Lean Innovation for Business Growth

Cosimo Panetta and Irene Cassarino – The Doers (IT)

This is an interactive workshop presenting a market driven, evidence based, experimental approach to uncover new growth opportunities for companies and innovators.

The session is designed in a participatory way, to challenge attendants in the practical exploration of the three basic principle of the Lean Innovation approach:
• the Build-Measure-Learn learning cycle: the scientific and disciplined search of feedbacks from the market that goes along with the development of the new product/service;

• the concept of MVP (Minimum Viable Product), that depicts the design formula of lean experiments;

• the Innovation Accountability principles, which value learning over delivery, and user behaviors over financial results, as basic metrics of progress.

Participants will involved in a serious game first, and in a debrief discussion afterwards.

Hoshin Kanri is the backbone of Toyota’s approach to profit management and associated techniques of target and kaizen costing, the real secret that has led to Toyota’s profitable profit performance.
Hoshin develops and integrates strategic guidelines with tactical and operational projects by linking them to a multi-year profit plan.
Using an innovative negotiation process known as catchball, hoshin involves management teams at every level in the organization to provide high-quality financial information about current and future operations before the annual budget is finalized; at the same time, financial goals are closely linked to specific cost drivers and process improvements that ensure that these goals will be met.

In this interactive Learning Session you will learn some of the basic concepts of Hoshin Kanri and will see the application in a Company, FPZ, which has been adopting it successfully for some years.

10:45

10:45 - 12:15

LEARNING SESSION

Lean Product and Process Development

Gabriele Bramezza and Giulio Dal Lin – Carel Industries (IT)

How can you make all of your development projects make a lot more money – and have more fun at the same time?
The concepts and methodologies of Lean Product and Process Development are key elements for the success of the organization.
In this interactive Learning Session you will be able to understand some of these basic concepts, even through some examples of practical application in Carel Industries, a successful implementation at international level.

10:45

10:45 - 12:15

LEARNING SESSION

Lean problem solving to the rescue of a Scrum team

Jean-Rémi Beaudoin – Theodo (FR)

This is an Interactive workshop where you will discover tricks to implement and pitfalls to avoid in order to help your Scrum teams solve their problems every day.

12:15

12:15 - 13:45

LUNCH

13:45

13:45 - 15:15

LEARNING SESSION

Lean Thinking in After Sales Service

Dave Brunt – Lean Enterprise Academy (UK)

Participants will be introduced to The After-Sales Game.

This is a simulation game that uses car servicing over 3 rounds.
Round 1 highlights the typical issues faced in service and repair environments.
In round 2 we share the key insights of creating flow in service organisations by separating predictable and unpredictable work.
Finally we show the benefits of creating flow in unpredictable work by pre-diagnosing.

13:45

13:45 - 15:15

LEARNING SESSION

The 7 steps of H-Lean

Vittorio Mascherpa – Formazione Umana Globale (IT)

An interactive session that deals with people-centered operational protocol to make the principles of “lean philosophy” concrete and effective, extract “gemba’s ingenuity” and create a widespread culture of excellence and improvement in the company.

13:45

13:45 - 15:15

LEARNING SESSION

The Lean Hotel – Learning a Better Customer Service Through Lean Thinking

In this unique Learning Session, the Dreamplace Hotels team and ILM team will explain how they have applied lean in a pure service environment. The Canary island-based Dreamplace is a group of local Hotels and resorts. After many years applying processes and operations excellence, Dreamplace managers quickly realized that lean could apply to every service in their hotels.

Lean techniques have allowed the company to apply a new culture based in use their people’s talent, the empowerment, and the continuous improvement. Applying such methods as 5S, standard work, pull systems, supermarket management, standardized work, A3s, Hoshin, kata and visual management of the entire service.

You will learn:

• How stock in shops and facilities was drastically reduced by 50 to 80%.
• How productivity was increased without working more.
• How standard work was implemented.
• How visual management was established.
• What the team has learned after one year into a formal hoshin process.
• How the unique “zero space for waste” policy works in both frontdesk and back office.

In this workshop, you will learn from the explanations and stories from the real protagonists, as well as from a simulation game.

13:45

13:45 - 15:15

LEARNING SESSION

Lean Innovation for Business Growth

Cosimo Panetta and Irene Cassarino – The Doers (IT)

This is an interactive workshop presenting a market driven, evidence based, experimental approach to uncover new growth opportunities for companies and innovators.

The session is designed in a participatory way, to challenge attendants in the practical exploration of the three basic principle of the Lean Innovation approach:
• the Build-Measure-Learn learning cycle: the scientific and disciplined search of feedbacks from the market that goes along with the development of the new product/service;

• the concept of MVP (Minimum Viable Product), that depicts the design formula of lean experiments;

• the Innovation Accountability principles, which value learning over delivery, and user behaviors over financial results, as basic metrics of progress.

Participants will involved in a serious game first, and in a debrief discussion afterwards.

Hoshin Kanri is the backbone of Toyota’s approach to profit management and associated techniques of target and kaizen costing, the real secret that has led to Toyota’s profitable profit performance.
Hoshin develops and integrates strategic guidelines with tactical and operational projects by linking them to a multi-year profit plan.
Using an innovative negotiation process known as catchball, hoshin involves management teams at every level in the organization to provide high-quality financial information about current and future operations before the annual budget is finalized; at the same time, financial goals are closely linked to specific cost drivers and process improvements that ensure that these goals will be met.

In this interactive Learning Session you will learn some of the basic concepts of Hoshin Kanri and will see the application in a Company, FPZ, which has been adopting it successfully for some years.

13:45

13:45 - 15:15

LEARNING SESSION

Lean Product and Process Development

Gabriele Bramezza and Giulio Dal Lin – Carel Industries (IT)

How can you make all of your development projects make a lot more money – and have more fun at the same time?
The concepts and methodologies of Lean Product and Process Development are key elements for the success of the organization.
In this interactive Learning Session you will be able to understand some of these basic concepts, even through some examples of practical application in Carel Industries, a successful implementation at international level.

13:45

13:45 - 15:15

LEARNING SESSION

Lean problem solving to the rescue of a Scrum team

Jean-Rémi Beaudoin – Theodo (FR)

This is an Interactive workshop where you will discover tricks to implement and pitfalls to avoid in order to help your Scrum teams solve their problems every day.

15:15

15:15 - 15:40

Coffee Break

15:40

15:40 - 16:00

plenary

History of a Transformation across Lean Transformation Framework and Industry 4.0

Vittorio Gaudino – Sisma (IT)

Sisma along its 50 years of history has been able to modify its appearance in terms of reference market and product, as well as organization and corporate configuration by following -initially unconsciously- the 5 questions of the Lean Transformation Framework.
Today Sisma is actively introducing new products and patents able to face the Industry 4.0 challenge.

16:00

16:00 - 16:20

plenary

How visiting a factory helped me build better software

Woody Rousseau – Theodo (FR)

How is a software feature different from a car part? Developers might not handle presses, move parts around, but waste is still omnipresent without Lean thinking.
Here’s how visiting a factory taught me how to find sources of waste in our development process at Theodo, to focus on quality and to increase the speed at which we deliver added value to our clients.

16:20

16:20 - 16:35

plenary

Day 1 Lean Summit Wrap-Up

This final session closes the first day of the Lean Summit; the main insights from this first day will be summarized.

16:40

16:40 - 19:15

Back to Lean History – Venezia’s Arsenale visit

Transfer and guided tour of the Arsenal.

In the XVI century, the Arsenal of Venice, the world’s largest industry of the time, anticipated many of the aspects of Lean Management.
Flow production, standardization, parts interchangeability, vertical integration, etc …

From the meeting venue we’ll move to the Arsenal by a Boat for a visit of the same, accompanied by guides.
On the return journey an aperitif will be served on board.

8:30

8:30 - 9:00

plenary

Lean Thinking: From Lean Toyota 1.0 to Lean Industry 4.0

John Shook – Lean Enterprise Institute, Lean Global Network (USA)

Whence lean thinking? From Galileo’s inquiry and methods for modern science to Darwin’s studies on the origin of species. From Indian Buddhism to Chinese Confucianism. From Taylor to Ford. Myriad ingredients generated, endured and merged in the intense environment that was Toyota in central Japan where their varied elements were nurtured as they coalesced into what became known as lean thinking. Years pass, lean thinking consolidates, thrives and diffuses to countless situations, contexts, and places. From Japan to Europe. From startup to mature corporation. From healthcare to hospitality. From traditional manufacturing to Industry 4.0. Lean thinking enables effective and efficient performance of enterprises and individuals through continuously addressing problems of any kind: from fighting fires with consistent application of tried and proven methods to open-ended exploration of the most thrilling ambitions of humankind, leading to innovations that are still unfolding. Leading to where?

9:15

9:15 - 10:30

LEARNING SESSION

Lean Transformation Framework

Roberto Ronzani – Istituto Lean Management (IT)

We are all trying to transform.
That’s what lean thinking and practice are all about: challenging us to reflect deeply on how we can improve this situation, improve my organization, or improve myself (and of course, all three of them).
Each of us knows from experience that this work is never easy.
Whatever your role in the organization is, whether you are improving one operator’s work at the gemba or trying to transform an entire organization, this is a tough work.

A successful transformation calls for a situational approach that is based on innovating key dimensions of any organization through addressing a series of questions. This approach is Lean Transformation Framework.

In this interactive Learning Session you’ll learn the right questions to ask that will make you able to drive the transformation in a more effective way.

Do you need to boost your ability to develop new products quickly and effectively? What about getting to a working prototype for your new product more easily and with no rework?

If so, this is the Learning Session where, playing playing a Lego-based game, you can discover the powerful approach to innovation of Set-Based Concurrent Engineering (SBCE).
With SBCE Game the players, divided into team, will challenge themselves into building a flying airplane following specific customer requirements. Along the game the importance of having proven knowledge, developing parallel alternatives as well as using sets versus single solution points will emerge.

This session continues after the break with Set-Based Concurrent Engineering – Part 2.

This breakout session offers a guide to lean transformation. Starting from the necessity to acknowledge uncertainty, it provides a systematic approach to:
• reduce the probability of failure of the transformation;
• achieve operational performance improvements ensuring they translate into financial performance improvements.
This guide is grounded on the results of a recent study on the financial performance of 200 hundred Italian SMEs that seriously undertook a lean transformation and of 50 case studies of successful lean transformation.

Participants will learn how to:
• connect lean transformation efforts, operational performance improvements and financial performance improvements
• estimate the necessary investment and effort in lean transformation and the ROI of that investment
• prevent obstacles and barriers to lean implementation and to sustaining the ROI to lean investment
The session will be based on evidence and data and will be highly interactive.
Feel free to bring the data about the investment, effort, operational performance and financial performance improvement of your own lean transformation for discussion review.
Alternatively, feel free to contact the instructor to discuss the data before the summit.

9:15

9:15 - 10:30

LEARNING SESSION

How can you make Lean work for you in different challenges, different environments and disciplines?

Renè Aernoudts – Lean Management Instituut (NL)

How can you make Lean work for you in different challenges, different environments and disciplines?
Looking for the logic and practical roadmaps to help you on your Lean journey?
Come to this Learning Session where you will learn about:
• the 8 key questions that guide companies in their Lean journey,
• about OSKKK, a practical roadmap for any Lean journey, big or small.
This Learning Session provides more in-depth knowledge and practical know-how for you as a Lean Leader and Practitioner.
The 8 Key questions look at the real business challenges organisations face, and which Lean methods and countermeasures can be applied for which kind of challenges. OSKKK stands for Observe-Standardize-Kaizen1-Kaizen2-Kaizen3 and provides you with a hands-on practical guide to work with your team.
A number of practical examples will be shown so you can see how these concepts work out in real life.

A3 is a methodology developed in Toyota for the widespread and capillary application of the PDCA (Plan-Do-Check-Act) method, namely problem solving, for continuous improvement.
It offers at least two more conceptual tools in some revolutionary ways:
• outlines the foundations of an organization that coordinates its activities and carries out its own decision-making processes, not relying on formal authority (linked to hierarchical position and division), but on responsibility, involvement and consensus, knowledge and focus on pull-based authority;
• outlines the foundations of an organization that, while making decisions and solving problems in order to better serve its customers through its own value streams, at the same time improves itself by improving its members thanks to the role played by master (sensei) who has the responsibility.

In this interactive Learning Session, through simulations and presentation of real cases, you will understand the potentialities of the methodology.

Continued from Learning Session Set-Based Concurrent Engineering Part 1 (9:15).
Participants will keep going with the SBCE Game. They will understand the power hiding behind this famous “Second Toyota Paradox” and how SBCE helps saving time and resources, effectively supporting an organization to innovate faster.

11:00

11:00 - 12:15

LEARNING SESSION

Lean Accounting

Nick Katko (USA) and Alessandro Mazzero – Zoppas Industries (IT)

Companies that are seriously pursuing a Lean journey soon find their accounting, control, and measurement systems need to
change to support the new strategy. The principles and methods of Lean thinking and practice are quite different from traditional business and require different measurements.
The changes are driven by both positive and negative needs. The positives include accounting, control, and measurement processes that support the new Lean strategy. The negatives are to eliminate the harmful impact of traditional accounting and measurements.
There is a third change driver that is related to waste.
While traditional companies often build increasingly complex and sophisticated accounting systems, Lean companies recognize their accounting and measurement systems need to be stripped down to the minimum amount of work.

In this interactive Learning Session you’ll learn about some of the Lean Accounting approaches that permit Company to use in a simply way accounting data to drive the strategic and tactical choices.

11:00

11:00 - 12:15

LEARNING SESSION

How can you make Lean work for you in different challenges, different environments and disciplines?

Renè Aernoudts – Lean Management Instituut (NL)

How can you make Lean work for you in different challenges, different environments and disciplines?
Looking for the logic and practical roadmaps to help you on your Lean journey?
Come to this Learning Session where you will learn about:
• the 8 key questions that guide companies in their Lean journey,
• about OSKKK, a practical roadmap for any Lean journey, big or small.
This Learning Session provides more in-depth knowledge and practical know-how for you as a Lean Leader and Practitioner.
The 8 Key questions look at the real business challenges organisations face, and which Lean methods and countermeasures can be applied for which kind of challenges. OSKKK stands for Observe-Standardize-Kaizen1-Kaizen2-Kaizen3 and provides you with a hands-on practical guide to work with your team.
A number of practical examples will be shown so you can see how these concepts work out in real life.

12:15

12:15 - 12:45

plenary

A Lean Approach to Good Jobs

Jim Womack – Lean Enterprise Institute (USA)

· Does lean create jobs or destroy them?
· Why are good jobs integrative part of lean transformations?
· “Social heijunka”: managing the human resource for the long run
· How “good jobs” look like in lean environments: safe, stable, capability-enhancing and well paid

12:45

12:45 - 13:00

plenary

LEAN SUMMIT WRAP-UP AND CLOSURE

This final session closes the Summit, summarizes the main insights, and reminds how lean thinking is leaving a mark in our community, at several levels, since many years and for the years to come.

The choice of the Learning Session will be made while purchasing the ticket.